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November 16, 2021

This is the final article in the planned series of four, in preparation for the 18th Campden Wealth European Families in Business Forum in Berlin, Germany on 30-31 March, 2022. My prior articles—written for successors—addressed in turn the issue of successor value and the support successor's need to put in place to smooth succession over time.

This is the final article in the planned series of four, in preparation for the 18th Campden Wealth European Families in Business Forum in Berlin, Germany on 30-31 March, 2022. My prior articles—written for successors—addressed in turn the issue of successor value and the support successor's need to put in place to smooth succession over time.

July 15, 2021

Campden Wealth Americas and EY have formed a unique family enterprise partnership in North America for 2021.

Campden Wealth Americas and EY have formed a unique family enterprise partnership in North America for 2021.

The virtual series will create a ‘community-within-a-community’ to further enhance ideas, innovation and thought-leadership for significant business-owning families. During the year long programme, participants will hear from experts and peers and take away tangible strategies to grow their enterprise, troubleshoot tricky issues and plan for the next 25 years.

July 14, 2021

Bernhard Gademann says his family’s elite Swiss private boarding school, Institut auf dem Rosenberg, is run like a 132-year-old startup, with the skills and attitudes of entrepreneurialism nurtured in students in a state-of-the-art, holistic learning environment.

Bernhard Gademann says his family’s elite Swiss private boarding school, Institut auf dem Rosenberg, is run like a 132-year-old startup, with the skills and attitudes of entrepreneurialism nurtured in students in a state-of-the-art, holistic learning environment.

July 7, 2021

Up until March 2020, family business transformation would have been a major programme of change, mapped out well in advance and considered carefully by the leadership team. After all, it is defined it as a strategic change made to respond to an exceptional event and my team label it a "high-risk" corporate activity.

Up until March 2020, family business transformation would have been a major programme of change, mapped out well in advance and considered carefully by the leadership team. After all, it is defined it as a strategic change made to respond to an exceptional event and my team label it a "high-risk" corporate activity.

And then came the pandemic. It accelerated some trends at a pace we couldn’t have imagined—volatility and speed of market change is causing the creation and disappearance of business models faster than ever.

June 9, 2021

When hiring for your family office you need to think family first and office second. Can this person take your husband to hospital appointments? Can they jump on a plane without notice to manage your international holdings? Can they watch your daughter’s recital if you are stuck at work or if you can’t make it in, can they take your seat at the table?

When hiring for your family office you need to think family first and office second. Can this person take your husband to hospital appointments? Can they jump on a plane without notice to manage your international holdings? Can they watch your daughter’s recital if you are stuck at work or if you can’t make it in, can they take your seat at the table?

January 14, 2021

The next generation of leaders have a vision for the future which is different to their parents and more strategic, says next-gen social entrepreneur Olga Vysokova.

The next generation of leaders have a vision for the future which is different to their parents and more strategic, says next-gen social entrepreneur Olga Vysokova.

Vysokova, a London-based financial services professional, worked for her parent’s family business for more than a decade and co-founded the Global Next Gen Community in 2019.

October 27, 2020

While some financial commentators described the onset of the Covid pandemic in March 2020 as a so-called “Black Swan”—a one-off, rare and unpredictable event—it would appear that what we are dealing with is more of a migratory bird, a “Black Stork” if you like, whose movements recur with an element of (seasonal) regularity, at least until there is a circuit-breaker.

While some financial commentators described the onset of the Covid pandemic in March 2020 as a so-called “Black Swan”—a one-off, rare and unpredictable event—it would appear that what we are dealing with is more of a migratory bird, a “Black Stork” if you like, whose movements recur with an element of (seasonal) regularity, at least until there is a circuit-breaker.

September 24, 2020

PureTerra Ventures has been involved in water in various aspects for more than 25 years, from senior management experience in technology companies to organisation of one of the largest water and wastewater exhibitions globally.

PureTerra Ventures has been involved in water in various aspects for more than 25 years, from senior management experience in technology companies to organisation of one of the largest water and wastewater exhibitions globally.

October 4, 2019

Australia’s leading family of brewers has restructured its senior management to enable the fifth generation to transfer from commercial to custodial roles while the upcoming sixth generation learns the business.

Australia’s leading family of brewers has restructured its senior management to enable the fifth generation to transfer from commercial to custodial roles while the upcoming sixth generation learns the business.

Coopers Brewery said the organisational restructure was designed to provide additional support for Dr Tim Cooper (pictured), fifth-generation managing director, and to provide a more effective and efficient engagement with customers. The changes included the appointment of a general manager and the recruitment of a national marketing manager.

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